The Experts below are selected from a list of 246 Experts worldwide ranked by ideXlab platform

Zhao Lin - One of the best experts on this subject based on the ideXlab platform.

  • On Talent Resources in Institutions of Higher Learning Under New Situation
    Journal of Nanjing Forestry University, 2001
    Co-Authors: Zhao Lin
    Abstract:

    Higher education has come to a new stage in recent years.More and more high school students are given opportunities to receive further study.Under this new situation,personel Work,especially the Work concerning talent resources holds much more important positions than ever in education development.More qualified teaching and research talents are needed urgently in colleges and universities.This paper analyses the close relationship between Personnel Work and higher education development,and then provides some suggestions concerning Personnel Work,such as Personnel system reform,talent gathering,talent training and talent using and etc.

Samer Attar - One of the best experts on this subject based on the ideXlab platform.

Stan Franklin - One of the best experts on this subject based on the ideXlab platform.

  • the lida architecture adding new modes of learning to an intelligent autonomous software agent
    2006
    Co-Authors: Stan Franklin, Harry W Feinstone, F G Patterson
    Abstract:

    This is a report on the LIDA architecture, a Work in progress that is based on IDA, an intelligent, autonomous, "conscious" software agent that does Personnel Work for the US Navy. IDA uses locally developed cutting edge artificial intelligence technology designed to model human cognition. IDA's task is to find jobs for sailors whose current assignments are about to end. She selects jobs to offer a sailor, taking into account the Navy's policies, the job’s needs, the sailor's preferences, and her own deliberation about feasible dates. Then she negotiates with the sailor, in English via iterative emails, about job selection. We use the word "conscious" in the sense of Baars' Global Workspace Theory (Baars, 1988, 1997), upon which our architecture is based.

  • An Autonomous Software Agent for Navy Personnel Work: a Case Study
    2003
    Co-Authors: Stan Franklin
    Abstract:

    IDA is an autonomous software agent whose task is to assign a sailor to a new tour of duty at the end of the old. Her task input is most often initiated by an email from the sailor; thereafter she acts completely autonomously. The task requires IDA to access databases, to deliberate, to perform complex constraint satisfaction, and to negotiate with the sailor in natural language. IDA’s architecture and mechanisms are motivated by a variety of computational paradigms and implement a number of cognitive models including the Global Workspace Theory of consciousness. IDA is able to interact in depth with sailors in a relatively complex real-world environment involving job requirements, Navy policy, location, travel, training, dates, costs, preferences, etc. Here we briefly describe the IDA technology and her interactions as a case study of the interaction of sophisticated software agents with humans.

Yekimov Sergey - One of the best experts on this subject based on the ideXlab platform.

  • FEATURES OF THE COMPETENCY APPROACH FOR PUBLIC SERVANTS TRAINING
    2020
    Co-Authors: German Averboukh, Tetiana Kravchynska, Oksana Skotarenko, Olga Zhulikova, Nataliia Konstantiuk, Yekimov Sergey
    Abstract:

    The public service is an apparatus whose activity is aimed at fulfilling the tasks and functions of the state. The Law of Ukraine “On public service” says that the public service in Ukraine is a professional activity of people who hold positions in government bodies and apparatus for the practical implementation of tasks and functions of the state and receive wages from public funds. These persons are called public servants, and also have certain official powers. The effective functioning of the public service is inextricably linked with the process of selection and training, placement, retraining, education, evaluation and usage of Personnel. Personnel Work is a means of implementing Personnel policy. Personnel Work, according to Laski, Harold. (2007) should always be performed in five contexts that are parts of the overall system, although they can be explored separately. These are the following contexts: 1) political - each country has its own political system, which constructs the specific socio-political conditions for Personnel Work; 2) socio-economic - access to getting the education, choice of profession, the right to Work, receiving medical care and social protection; 3) geographical - all Personnel Work, as a rule, is concentrated within certain territorial and administrative borders; 4) cultural - traditions, mentality, customs, beliefs; 5) spiritual - social values and religious beliefs.

  • Training features of the competency approach for public servants
    'Springer Science and Business Media LLC', 2020
    Co-Authors: Konstantiuk Nataliia, German Averboukh, Yekimov Sergey, Kravchynska Tetiana, Skotarenko Oksana, Zhulikova Olga
    Abstract:

    The public service is an apparatus whose activity is aimed at fulfilling the tasks and functions of the state. The Law of Ukraine “On public service” says that the public service in Ukraine is a professional activity of people who hold positions in government bodies and apparatus for the practical implementation of tasks and functions of the state and receive wages from public funds. These persons are called public servants, and also have certain official powers.The effective functioning of the public service is inextricably linked with the process of selection and training, placement, retraining, education, evaluation and usage of Personnel. Personnel Work is a means of implementing Personnel policy.Personnel Work, according to Laski, Harold. (2007) should always be performed in five contexts that are parts of the overall system, although they can be explored separately. These are the following contexts:1) political -each country has its own political system, which constructs the specific socio-political conditions for Personnel Work;2) socio-economic -access to getting the education, choice of profession, the right to Work, receivingmedical care and social protection;3) geographical -all Personnel Work, as a rule, is concentrated within certainterritorial and administrative borders;4) cultural -traditions, mentality, customs, beliefs;5) spiritual -social values and religious beliefs

Philip M. Polgreen - One of the best experts on this subject based on the ideXlab platform.

  • 1725. Addressing Presenteeism: Variability in Facility Healthcare Personnel Work Restriction Policy Monitoring and Enforcement
    Open Forum Infectious Diseases, 2018
    Co-Authors: Hilary M. Babcock, Susan E. Beekmann, Philip M. Polgreen
    Abstract:

    Abstract Background Presenteeism, or Working while ill by healthcare Personnel (HCP) experiencing influenza-like illness (ILI), increases the likelihood of illness transmission to coWorkers and patients. The CDC recommends that HCP with ILI not Work until they are afebrile for at least 24 hours. Operationally, hospital policies and practices may not facilitate HCP staying home when ill. Methods In March 2018, the Emerging Infections NetWork surveyed their national netWork of infectious diseases physicians with hospital epidemiology responsibilities or interests to describe institutional experiences with and policies for HCP Working with ILI. Results Of the 715 (51%) ID physicians, 367 responded. Of the 367, 135 were not aware of institutional policies and opted out of the rest of the survey. Of the remaining 232 respondents, 206 (89%) reported that their inpatient facility had institutional policies regarding Work restrictions for HCP with influenza or ILI, but only 63% said that this policy was communicated to staff at least annually. Work restrictions were most often enforced for staff by sending ill HCP home and by encouragement to call in sick if necessary, while Work restrictions for physicians-in-training and attending physicians were most often not enforced or variably enforced. A majority of respondents (53%) reported that adherence to Work restrictions was not monitored. Ninety-six percent reported that lab confirmed influenza in patients was tracked by their facility, while 37% reported tracking patient ILI. For employees, 47% reported tracking of laboratory-confirmed influenza and 23% reported tracking ILI. For independent physicians, 13% reported tracking laboratory-confirmed influenza and 5% reported tracking ILI. Sixty-three percent reported that antiviral prophylaxis was provided to at least some employees after occupational exposures, while 9% reported provision of antiviral prophylaxis after nonoccupational (e.g., household) exposures. Conclusion Most institutions have policies to prevent HCP from Working while ill. However, the dissemination, monitoring, and enforcement of these policies is highly variable. Improving communication about Work restriction policies, as well as monitoring and enforcement of these policies, may help prevent the spread of infections from HCP to patients. Disclosures All authors: No reported disclosures.